leading and managing changes
1.0 Introduction
1.1 Background
The David Jones is iconic department store in Australian retail industry, but the net profit of David Jones has been decreasing because of the rapid retail environmental changes, unhealthy cultures, and global online attack. The problems of declining net profit in David Jones are creating make it essential to apply the most suitable change management for company.
1.2 Aim The aim of this report is not only applying the change management theory, model, and style for David Jones and David Jones’ CEO, Paul Zahra, but also supporting the arguments through case studies in order to find practical solution.
1.3 Scope
This report presents the view that a positive model, modular transformation and incremental change are the most suitable change management theory that can be implemented for David Jones. Also, a coercive style of management is a suitable style of management for David Jones’ CEO, Paul Zahra. The findings and analysis of performance for each theory, model, and style are justified by a critical comparison of the change management theories, models, styles and practical problem solution cases. Moreover, the improvements for David Jones’ restructure are discussed.
2.0 MODEL OF PLANNED CHANGE FOR DAVID JONES 2.1 David Jones issues
David Jones is the oldest department store in Australia and was established in 1838. Until 2010, David Jones worked successfully in the Australian market, especially from 2007 to 2010. During that time, the net profit of David Jones increased from $109.5 million to $156.5 million, but the significant growth in the net profit dropped slowly from $156.5 million to $101.1 million by 2012. The slow decrease in the net profit of David Jones is caused by unhealthy organisational culture, global online retail attacks and retail environmental changes. In order to reconfirm David Jones’s importance in the Australian retail and consumer market, the best
1.1 Background
The David Jones is iconic department store in Australian retail industry, but the net profit of David Jones has been decreasing because of the rapid retail environmental changes, unhealthy cultures, and global online attack. The problems of declining net profit in David Jones are creating make it essential to apply the most suitable change management for company.
1.2 Aim The aim of this report is not only applying the change management theory, model, and style for David Jones and David Jones’ CEO, Paul Zahra, but also supporting the arguments through case studies in order to find practical solution.
1.3 Scope
This report presents the view that a positive model, modular transformation and incremental change are the most suitable change management theory that can be implemented for David Jones. Also, a coercive style of management is a suitable style of management for David Jones’ CEO, Paul Zahra. The findings and analysis of performance for each theory, model, and style are justified by a critical comparison of the change management theories, models, styles and practical problem solution cases. Moreover, the improvements for David Jones’ restructure are discussed.
2.0 MODEL OF PLANNED CHANGE FOR DAVID JONES 2.1 David Jones issues
David Jones is the oldest department store in Australia and was established in 1838. Until 2010, David Jones worked successfully in the Australian market, especially from 2007 to 2010. During that time, the net profit of David Jones increased from $109.5 million to $156.5 million, but the significant growth in the net profit dropped slowly from $156.5 million to $101.1 million by 2012. The slow decrease in the net profit of David Jones is caused by unhealthy organisational culture, global online retail attacks and retail environmental changes. In order to reconfirm David Jones’s importance in the Australian retail and consumer market, the best